Most reasonable adjustments for neurodivergent staff are cheap, quick and fairly obvious once someone asks the right question. What trips many managers up is the conversation itself: how to start it, what to say if it gets emotional, and how to follow through afterwards. This guide takes you through that conversation step by step, with example wording you can adapt.
If you want the legal background first, our guide to reasonable adjustments and your legal responsibilities explains the duty employers have under the Equality Act 2010.
Start with what you know, and what you don’t
You don’t need to be an expert in autism, ADHD, dyslexia or dyspraxia to have a good adjustments conversation. You do need to drop your assumptions. Two people with the same diagnosis can need completely different things, and plenty of people who would benefit from adjustments have no diagnosis at all. Acas makes the same point in its guidance on adjustments for neurodiversity: support shouldn’t wait for a formal diagnosis.
Some background knowledge does help. Our Neurodiversity Awareness for Managers workshop gives line managers a practical grounding, and Supporting and Managing Neurodivergent Employees goes further into day-to-day management.
Opening the conversation
Choose the right setting
Pick a private, unhurried moment. Let the person know in advance what you’d like to talk about so they aren’t caught off guard. Many people find it easier to think through their needs beforehand, and some would rather write them down. Make it clear that what they tell you stays confidential unless they agree otherwise.
Choose your words
Talk about how the person works best, not about labels. Avoid medical language and don’t ask for a diagnosis. Something like this works well:
“I want to make sure the way we work suits you. Is there anything about your role, your workspace or how we communicate that makes things harder than they need to be? Take your time, and feel free to come back to me in writing if that’s easier.”
Listen more than you talk
Give the person room to explain without jumping in with fixes. Repeat back what you’ve heard to check you’ve understood it. If they describe past experiences that went badly, acknowledge that plainly rather than defending the organisation.
Some people find this conversation emotional, especially if they’ve had to push hard for support before. Stay calm, don’t rush to fill silences, and offer a break or a second meeting if that would help. You might say:
“Thanks for telling me. This is really useful, and there’s no rush. We can pick it up again later in the week if you’d prefer.”
Our Neuroinclusive Management Conversations workshop covers conversations like this in detail, including what to do when they get difficult.
Agree the adjustments together
The employee usually knows best what helps, so ask before you suggest, then build on their ideas. Adjustments that come up often include:
- written instructions or meeting notes alongside verbal briefings
- a quieter desk, noise-cancelling headphones or home working on focus days
- agendas sent before meetings, with the option to contribute in writing
- flexible start times or regular short breaks
- assistive software such as text-to-speech or mind-mapping tools
If neither of you is sure what would work, a workplace needs assessment gives you an independent, expert view of the person’s role and environment. The government’s Access to Work scheme can also help pay for some support, such as specialist equipment or a support worker.
Write it down and review it
Once you’ve agreed the adjustments, record them: what will change, who is responsible and by when. Share the note with the employee and check they’re happy with the wording. Our free working styles guide is a simple way to capture how someone prefers to work.
Then book a review. A short check-in after a few weeks shows whether the changes are working and gives the person a chance to say if something needs tweaking. For example:
“From now on I’ll send you written notes after team meetings, and we’ll move you to a desk in the quieter part of the office. Let’s catch up in three weeks and see how it’s going.”
Needs shift with new roles, new managers and new projects, so expect to revisit the plan. A one-off conversation is rarely enough.
How Enna can help
In our experience, adjustments succeed or fail on whether managers feel confident having the conversation. Our Reasonable Adjustments: Putting It into Practice workshop gives managers the language and process to do it well. When you need specialist recommendations for an individual, our needs assessments provide a clear, practical report.
To talk through training for your managers, book a call with our team.
